Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

An Exploratory Study of Internal Control and Fraud Prevention

Measures in SMEs

Jaya Kumar Shanmugam jaya_jkumar@yahoo.com

Department of Accounting and Finance
Faculty of Management and Economics
Universiti Malaysia Terengganu
21030 Kuala Terengganu, Malaysia

Mohd Hassan Che Haat hassan@umt.edu.my

Department of Accounting and Finance
Faculty of Management and Economics
Universiti Malaysia Terengganu
21030 Kuala Terengganu, Malaysia

Azwadi Ali azwadi@umt.edu.my

Department of Accounting and Finance
Faculty of Management and Economics
Universiti Malaysia Terengganu
21030 Kuala Terengganu, Malaysia

ABSTRACT

Small business and entrepreneurship has emerged as an important area of research over the
past 40 years. This paper revolves around the issues of the internal controls and fraud prevention
measures on SMEs performance. The level of fraud incidence as reported by owners is still at a
very low level and the overall cost incurred is still within expectation. However, there is a question
of whether the low reported rate of fraud is due to adequate preventive actions currently
employed by owners, or whether the owners are reluctant to reveal the truth in order to portray
their efficiency and effectiveness in running their businesses. This conceptual paper attempts to
analyze relevant literature on internal control, fraud, current trends on fraud and business crime
prevention measure adopted by SMEs. Based on the literature, a future research could be
suggested in the context of Malaysia. It is hoped that future research in this aspect will uncover
the relationship between the effectiveness of internal control within SMEs and to gauge the
adequacy of fraud prevention measure taken by owners of SMEs in Malaysia. It is expected that
effective internal control and the presence of appropriate fraud preventive measures will help to
improve SMEs performance.

Keywords: Internal Control, Fraud and Prevention Measures, Small and Medium Enterprises

1. INTRODUCTION
Small and medium enterprises (SMEs) are much more vulnerable proportionally to fraud by
employees, and much less able to absorb these losses than large corporation. The
entrepreneur’s principal objectives are profitability and growth, the business is characterized by
innovative strategic practices and continued growth and may be seen as having a different
perspective from small business owners in the actual development of their firm [1]. Contribution
from SMEs to the Malaysian economy is also very important. They provide indirect support or
income to economic growth. SMEs are also able to provide goods and services the same as large
companies do albeit in smaller quantities. SMEs play a vital role in the Malaysian economy and
are considered to be the backbone of industrial development in the country [2]. There is always
an increase in the interest to establish SMEs because of small firms generating most new
employment; the public favoring on small business; knowledge on entrepreneurship at high
schools and colleges; the growing towards self-employment as well as small business being

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 90
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

attractive to people of all ages [3]. The research will be focusing on the effect of internal control
and fraud prevention measures on SMEs performance.

2. RESEARCH BACKGROUND
The Association of Certified Fraud Examiners (ACFE) of the United States (1998) reported that
businesses employing less than 100 persons were the most vulnerable to fraud and abuse by
employees. According to KPMG’s Fourth Fraud Survey Report Malaysia 2009, it is showed that a
significant number of respondents believe that fraud is a major problem for businesses in
Malaysia. 61 percent of respondents expect the level of fraud to increase over the next two years.
In addition, 89 percent believe that the trend of fraud as well as financial statements fraud (78
percent) will significantly rise as a result of the economic crisis which took place in 2008. The
value of fraud reported in the survey period was RM63.95 million. Not all respondents disclosed
information on the number of fraud incidents or the value of fraud detected (15 percent of the 85
respondents responded they were victims of fraud were unsure of the number of incident
whereas 53 percent were unsure of the value of financial losses due to fraud).

Hence, this suggests that losses may be far bigger than the disclosed amounts of the 56 percent
of respondents who reported some form of recovery of assets that were misappropriated, 43
percent reported partial recovery while 13 percent reported full recovery. On the other hand, the
number of identity fraud (when the person knowingly or intentionally obtains personal identifying
information of another person and using it) victims increased by 12 percent in 2009 and the
amount of fraud increased by 12.5 percent. This is the highest rate of increase in the seven years
that the company has been issuing the report since 2002. New account fraud represents 39
percent of all 2009 fraud cases, versus 33 percent in 2008. Many of these fraudulent accounts
were opened online. New account fraud is not limited to credit card accounts. Fraudulent cell
phone accounts make up 29 percent of total new account fraud. Existing credit cards are also
highly targeted, making up 75 percent of fraud attacks on existing accounts. This indicates that
fraud and theft was rampant, and statistics show the rate increasing from year to year (for last
seven years). If this problem is not addressed from an early stage then it will lead to huge losses
to owners of SMEs.

Most of the studies and researches done on internal control and fraud against SMEs were mainly
US-based. Not many studies have been conducted on the Malaysian environment. The total
numbers of SMEs in Malaysia in the year of 2005 based on survey was conducted by the
Department of Statistics; SME Corp Malaysia, showed that there were 514,079 active
establishments of SMEs in the manufacturing and services sectors out of the 552,849 companies
registered with the Companies Commission of Malaysia (CCM).

Type Number of Share (%)

Establishment
Micro 434,939 78.7
Small 100,608 18.2
Medium 12,720 2.3
Total SMEs 548,267 99.2
Large 4,582 0.8
Source: Total 552,849 100 Census of

Establishment and Enterprises, 2005 by Department of Statistics, Malaysia

TABLE 1: Number of Establishment of SMEs

Based on Table 1, the total number of establishment was 552,849, and 99.2 percent were SMEs.
Out of this number, a total of 86.6 percent is made up from services sector (comprises of
wholesale and retail, restaurant and hotel, professional services, transportation and

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 91
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

communication). It is followed by the manufacturing sector by 7.2 percent (consists of textiles and
apparels, metal and non-metallic products and food and beverages) while the agriculture sector is
made up from 6.2 percent (includes plantation and horticulture, fishery and poultry farming).

An appropriate definition of SMEs is essential as it will give various advantages to SMEs as well
as for policy makers and supporting agencies in nurturing the SMEs sectors. In determining the
best definition of SMEs, both quantitative and qualitative criteria should be met in order to
represent the true nature of SMEs [4], [5]. According to Small Medium Enterprises Corporation
Malaysia, SMECorp (previously known as SMIDEC), Malaysian SMEs can be defined according
to size, annual sales turnover, number of full time employees as well as the activities run by the
enterprises. Furthermore, the definition of SMEs in Malaysia is divided into three categories
namely; Micro-enterprise, Small-enterprise, and Medium-enterprises. The detail is depicted in
Table 2.

Category Micro- Small- Medium-

enterprise enterprise enterprise
Manufacturing, Sales Sales turnover Sales turnover
manufacturing- turnover of between between RM10
related services less than RM250, 000 million and
and agro-based RM250, 000 and RM10 RM25 million
industries OR fewer million OR OR between 51
than five full- between five and 150 full-
time and 50 full-time time
employees. employees. employees.

Services, primary Sales Sales turnover Sales turnover

agriculture and turnover of between between RM 1
information and less than RM200, 000 million and RM
communication RM200, 000 and RM1 5 million OR
technology (ICT). OR fewer million OR between 20 and
than five full- between five 50 full-time
time and 19 full-time employees.
employees. employees.
Source: SMECorp (Formally known as SMIDEC), (2000)

TABLE 2: Definition of SMEs in Malaysia

In addition, internal control and fraud can be considered as emerging issues among SMEs. It is
worth to note that fraud is not actually a new issue. It has been a problem to SMEs before and
continues to be until now. In other words, it is an old issue, but the form of fraud in SMEs has
been evolving over time. There might be some differences between frauds perpetrated in 1970s
and those committed in 1990s and in 21st century especially due to extensive use of sophisticated
information and communication technology (ICT). Further details on internal control, risk
management and fraud will be discussed in the following section.

2. LITERATURE REVIEW
It is emphasized that the factor is rarely examined as having a possible impact on failure of SMEs
are internal control and fraud [6]. In Malaysia, research related to this area is still at a ‘primitive
stage’ on SMEs performance. This issue is rarely highlighted and Malaysians seem to regard this
as a sensitive one. As a result, they tend to put this matter aside, even though the real problem of
fraud does exist in the Malaysian business environment. The purpose of this paper is to gather
literature to propose an appropriate study on internal control and fraud prevention measures in
Malaysia. It is also hoped that the paper could help to identify the level of SMEs owners’
awareness on fraud and to assess how serious is the fraud affecting the SMEs in Malaysia. If this
issue is neglected, it may badly affect the performance of SMEs. This would result in an

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 92
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

unhealthy phenomenon in this country, which could harm the growth of SMEs. Consequently, the
root of the problem which contributes to the insolvency of SMEs will not be uncovered and the
owners of the businesses are unaware that they are repeating the same mistakes over their
business lifecycle. In other words, this study is able to enhance the understanding of the public at
large and more specifically the owners of SMEs towards fraud and how to tackle the issue
accordingly.

2.1 Internal Control

Internal control is a broad term with a wide area of operation [7]. It includes a number of methods
and measures, which are exercised by the management to ensure smooth and economic
functioning of business entity. It assists the management in the performance of various functions.
Furthermore, internal control is a whole system of controls for the business entity on financial and
non-financial, established by the management in the conduct of a business including internal
check, internal audit and other forms of control [7].

Thus, it is apparent that internal control expression is used in a wide sense and includes internal
check and internal audit besides other forms of controls. Besides that, internal control is a
process designed and affected by those charged with governance [8], management and other
personnel to provide reasonable assurance about the achievement of the entity’s objectives with
regard to reliability of financial reporting, effectiveness and efficiency of operation and
compliances with applicable laws and regulations. It follows that internal control is designed and
implemented to address identified business risks that threaten the achievement of any these
objectives.

Similar definition was stated by Committee of Sponsoring Organisations (COSO) of the Treadway
Commision in a report (1992) entitled Internal Control - Integrated Framework [9]. Effective
internal control system provides a way to meet its stewardship or agency responsibilities. For
example, management must maintain controls which may provide reasonable assurance that
adequate control is exist over the entity’s assets and records. This can be accomplished by
developing internal controls that require employees to follow company policies and procedures
such as proper authorization for transactions. Such internal control system not only ensures that
assets and records are safeguarded but also creates an environment in which efficiency and
effectiveness is encouraged and monitored. It is becoming more important as entities automate
their information system and they operate more globally [10].

Previous studies found that effective internal control in SMEs have led to the success of the
business and it is also a fundamental and important step in reducing employee theft [11], [12]. For
example, the implementation of internal control is fulfilled by follow-up or oversight the employee
functions by delegation of their duties. Internal control also was effective on SMEs and it is a tool
to measure the SMEs performance [13] and within a firm, better internal control should yield more
reliable on internal data such as inventories, payables and performance measure, thus leading to
better internal decision making, improved operations, and lower employee fraud [14], [15]. Strong
internal control system strengthens enterprise governance, allows management objectives to be
achieved and mitigates the risk of fraud by increasing employee perception of detection [16].

Normally control is the main task of executives either owners’ or managers and these control is
important as part of internal control on SMEs performance [17]. In a typical small business, the
executive is in a better position to exercise control over the organization activities than his
counterpart in a larger business. The executive should be aware of employee activities which
may in high possibility of fraud occurrence such as incoming orders, production and shipping
schedules, receipts goods, cash receipts and disbursements and customer complaints. Another
key element of executive controls is the approval of transactions. Even though the executive may
not be able to review or approve all the transactions and documents related to these transactions,
at least he or she should consistently identify types of transactions, amounts of transactions,
credit practices and inventories policies [17].

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 93
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

Effective internal controls are essential no matter how small the company for many valid reasons.
Fraud prevention, embezzlement detection, and accurate financials are all reasons to justify for
good internal control practices. Implementing controls into the financial accounting software alone
is not enough to ensure compliance because it takes some people’s power too [16]. Since most
small business owners have very little accounting background, accountants are expected to play
a key advisory role in helping a business design and implement sound internal controls [15].
Many private companies are benefited from implementing internal control provisions relating to
accountability, independent audits, internal controls and document retention.

Internal control can provide reasonable, not absolute, assurance that the objectives of SMEs will
be met [14]. The concept of reasonable assurance implies a high degree of assurance,
constrained by the costs and benefits of establishing incremental control procedures that can lead
to high performance of SMEs. Effective internal control implies that the small business generates
reliable financial reporting and substantially complies with the laws and regulations that apply to it
[13]. However, whether a small business achieves operational and strategic objectives or not may
depend on factors outside the enterprise such as competition or technological innovation.
Therefore, effective internal control provides only timely information or feedback on progress
towards the achievement of operational and strategic objectives, but cannot guarantee their
achievement.

2.2 Fraud
According to the Institute of Chartered Accountants of England and Wales (ICAEW) (2001), fraud
is generally defined in the law as an intentional misrepresentation of material existing fact made
by one person to another with knowledge of its falsity and for the purpose of inducing the other
person to act, and upon which the other person relies with resulting injury or damage. Fraud may
also be made by an omission or purposeful failure to state material facts, which nondisclosure
makes other statements misleading. Fraud, however, is not an easily defined term. According to
District Judges Association US, the definition may change depending upon the statute in which
the word appears. For example, in the crime of conspiracy to, “defraud” include a dishonest
obstruction of a government agency. The definition can also be reflective of particular precedent
in a jurisdiction. In some cases the definition of fraud may not be limited to fraud methodology,
but may also include the harm or consequences of the fraudulent conduct [18].

To constitute fraud, the misrepresentation or omission must be made knowingly and intentionally,
not as a result of mistake or accident, or in negligent disregard of its truth or falsity. Also, the
plaintiff must prove that the defendant intended for the plaintiff to rely upon the misrepresentation
and/or omission; that the plaintiff did in fact rely upon the misrepresentation and/or omission; and
that the plaintiff suffered injury or damage as a result of the fraud [10]. Damages may include
punitive damages as a punishment or public example due to the malicious nature of the fraud.
There are many state and federal laws to regulate fraud in numerous areas. Some of the areas
they are most heavily litigated include consumer fraud, corporate fraud, and insurance fraud.

Employees in SMEs will commit fraud when they have opportunity to do so [19]. There are two
separate but related theories about why employees commit fraud [19]. Based on the study
conducted by Hollinger and Clark on 12,000 employees in the workforce, it was found that nearly
90 is percent engaged in “workplace deviant”, which included behaviour such as goldbricking,
workplace slowdowns, sick time abuses and pilferage [19]. In addition, one-third of employees
actually had stolen money or merchandise on the job. A second theory about why employees
commit fraud is related to financial pressure. In the late 1940’s criminologist Donald R. Cressey
interviewed nearly 200 incarcerated embezzlers, including convicted executives. He found that
the majority committed fraud to meet their financial obligations. Cressey observed that two other
factors had to be present for employees to commit fraud. They must perceive an opportunity to
commit and conceal their crimes, and able to rationalise their offenses as something other than
criminal activity.

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 94
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

Small business normally does not have internal auditing staff. Touche Ross (1974), Kapnick
(1975) and Foster (1975) reported that in most of fraud cases they studied, effective internal
auditing staffs was absent [20]. Psychological theory suggests that where there is an organisation
(such as an internal auditing staff) that provides some deterrent or fear of being caught, the
opportunity to commit crime is decreased. Poor internal control system also increases
opportunities to commit fraud. In most instances, it was posited that poor internal control
contributes to management fraud [20]. The surest avenue to fraud prevention and detection is a
proper system of internal control, conscientiously implemented by management and must be
regularly reviewed by auditors. Arens and Loebbecke (1976) and Kapnick (1975) suggest that a
firm with poor accounting records is more susceptible to fraud compare to one that does not [20].

Basically there are several types of fraud could occur in SMEs and theft is one of the major
fraudulent activities. Therefore, theft is always a serious problem for small business. In 2005, total
retail losses were close to USD40 billion [21]. Because of the extent of the problem, many
national merchandising businesses add 2 to 3 percent to their prices to cover the cost of theft, but
even this may not be enough to compensate for the total loss. The two major types of theft are
theft by outsiders (usually known as shoplifting) and theft by employees. Shoplifting is a major
hazard of retail establishment [21]. Professional shoplifters, not amateurs and kleptomaniacs (a
mental illness in which they have a strong desire, which they cannot control, to steal things)
cause the greatest prevention problems. The amateur may be a thrill seeker who takes an item or
two to see whether or not he or she can get away with it. The kleptomaniacs have an
uncontrollable urge to take things, whether needed or not. Business owners and managers are
often shocked by the techniques people use to remove merchandise from their premises, and by
the people who do it. A new twist on shoplifting is high-tech. For example, shoppers purchase
inexpensive items and reproduce the bar code. While shopping at a later date, they pasted the
copied bar code to expensive items and then paid the cheap price. These high-tech criminals
then resell it on the web [21].

According to John Warren, an Associate General Counsel for the Association of Certified Fraud
Examiners (ACFE), employee theft is the single most expensive form of crime [22]. It may range
from the simple act of an individual who takes only small items (such as pens or paper clips) to
raids by groups that remove truckloads of merchandise. Furthermore, it is reported that, one out
of every 33 employees is accused of theft each year [23]. Sometimes employees conspire with
outsiders to steal from their employees, for example, by charging the outsiders a lower price or by
placing additional merchandise in accomplices’ packages.

Research has shown that employees who think their income is too low, or stagnating, steal more
often and in greater amounts than other employees. A study showed that those who steal tend to
be young, full-time employee operating alone, and that they steal merchandise more often than
cash. A classic study found that the high turnover rate among temporary employees can cause
serious security problems [24].

The most prevalent types of fraud are likely to be those that impact on the profit and loss account
as a result of the overstatement of expenses or the understatement of income. These may not
necessarily be large and so they may be difficult to identify. A time when an SME is particularly
vulnerable to fraud is during a period of rapid expansion. The dynamics of the situation may mean
that it is more difficult for managers to have an overview of the business. Advances in
technological developments mean that all organizations that are connected to the internet are
vulnerable to attack from outside. Whilst larger organizations may have the technical knowledge
to minimize this threat, SMEs may not even recognize the risks. Whilst SMEs may not be able to
have as many internal controls as larger organizations, it is imperative that their managers
evaluate the risks that their businesses face and ensure that they at least have defenses in their
key areas.

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 95
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

2.3 Current Trends on Fraud

Apart from traditional forms of fraud in small businesses, computer-related fraud comes into the
pictures as a phenomenon brought about by advances in information-processing technologies.
Before the invention of computers, fraud did occur but in different forms. The computer did not
usher in a new wave of fraud, but it merely changed the form of older frauds, for example
embezzlers can now steal by making electronic entries in books of accounts rather than pen and
ink or electro-mechanical entries [25].

The largest threat to a computer system comes from within, with 85 percent of frauds being
perpetuated by staff [26]. A study in the US estimated that the annual loss from computer fraud at
USD3 to USD5 billion annually [27]. The survey of 1,200 security managers in the US was found
that nearly 20 percent of the companies had detected a computer fraud within the five years
covered, and that the rate of these frauds was directly related to the number of employees using
computers [28]. This shows that employee fraud by using computers is a serious threat to
business nowadays.

Owners of SMEs should be alert on current trends of fraud especially fraud related to information
and communication technologies (ICT). Most of the owners of SMEs should be up-to-date with
new knowledge on information technologies as well as tactics that could lead to failure of the
businesses.

2.4 Business Crime Prevention

In order to prevent fraud in small business organizations, most previous literature suggested
reviews on fraud prevention policy within company [29], company’s internal control and attention
on code of ethics amongst members of organization [30],[31]. In addition, some researches go
further by proposing new ideas such as the implementation of fraud auditing and forensic
accounting. These are attempts to minimize the likelihood of crime from occurring in small
business organizations.

The greatest financial impact of fraud can occur in a small-business environment. A loss of 6% of
revenues is significant for any company, however large, but a small operation whose margins are
thin and reserves non-existent will go out of business [32]. Even if an operation survives the fiscal
loss, its business continuity can be in jeopardy and it may no longer be able to function as an
independent entity. Failing to address these issues places a company at a competitive
disadvantage when fraud becomes a cost of doing business.

Fraud is a business risk in just the same way as an organization faces the risk of a customer
becoming insolvent and unable to pay their debts [33]. The absence of an established policy
means no position has been taken by the business. Therefore, the company has to come up with
fraud prevention policy, for the business to communicate to its employees what is expected from
them in terms of preventing, deterring and detecting fraud. Such a policy is essential as fraud
prevention must always be proactive.

Welton and Davies looked at recommendation to focus attention on professional ethics within
business organizations in order to minimize fraudulent activities [26]. They argued that high
standards imposed from the top down can help raise the level of technical behavior within his
business environment. They also concluded that an apparently strong internal control structure,
without sound employee ethical behavior, is vulnerable. They suggested that business
organizations should involve in continued efforts to keep employees aware of ethical issues. This
may be accomplished by having in-house programs or requiring employees to attend a certain
number of courses on ethics and ethical development.

Hunt emphasized on forensic accounting to prevent fraudulent activities in business organizations

[29]. Unlike traditional auditing, forensic accounting is designed to detect and investigate fraud.
The role of forensic accountants continues to expand as international white collar crime increases
in scope and complexity. They will become the private investigators or detectives of corporate

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 96
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

governance and culture and deal with a variety of specialized functions in addition to investigating
fraud, which includes asset tracing and recovery. Ideally, the existence of forensic accountants
seems to benefit businesses, however, it costs the business more, especially to the small
businesses with small amount of funds. Therefore, small business owners might not perceive
hiring forensic accountants as important to their businesses.

When small businesses are victims of crime, they often react by changing their operation hours,
raising their prices to cover their losses, relocating outside the community, or simply closing down
the business. SMEs owners should take a hard look and aware of their businesses in areas such
as physical layout, number of employees, hiring practices, and overall security to determine
vulnerability to various kinds of crime, from burglary to embezzlement.

3. FUTURE RESEARCH
Fraud by employees could be serious and harmful to SMEs performance. Thus, SMEs must be
ready to take appropriate actions to face the challenges and implications caused by fraud. Future
research on this study should be able to uncover the relationship between the effectiveness of
internal control and fraud preventive measures on SMEs and to gauge the adequacy of fraud
prevention measures taken by SMEs in Malaysia. It is expected that effective internal control and
the presence of appropriate fraud preventive measures will help to improve SMEs performance.

The future study may use a questionnaire as a tool to obtain feedbacks from respondents. The
questionnaire may contain a section on demographic items such as gender, business age and
number of employees. The next section could be on internal controls activities that are suggested
to be in place in small and medium enterprises. The purpose of this section is to identify types of
internal control that have been implemented by the respondents.

Apart from that, the following section may contain common fraudulent activities by employees in
small and medium enterprises and the purpose of this section is to indicate the level of owners’
concern on the type of fraudulent activities that occurred within their businesses. Another section
also may deal with the best preventive actions taken by owners of SMEs that could prevent
fraudulent activities within their business organizations.

There are several expected outcomes could be obtained from the study. The first possible
outcome could be to prove that there is significant positive relationship between internal control
and SMEs performance. This means that good internal control will lead to high SMEs
performance. It is also expected that a high frequency of common fraudulent activities occurred in
the past will lead to high level of owners concern on it. Thus, high level of owners’ concern on
common fraudulent activities will lead to high preventive actions to be taken by the owners.

4. CONCLUSION
As a conclusion, internal control and fraud prevention measures play a vital role and could have
influence on SMEs performance. SMEs are much more vulnerable to fraud by employees
because it is operated in a small scale where the owners invested only small amount of capital.
Government, regulators, policy-makers, academicians and stakeholders should realize that SMEs
are considered as the backbone of industrial development in Malaysian economy. Consequently,
they should be more concerned towards the future growth and SMEs contribution to the whole
economy. However, Malaysian SMEs should be prepared to face the highly challenging and
globalised environment such as lack of financing, low productivity, lack of managerial capabilities,
poor access to management and technology and heavy regulators burden. Government should
also play their part by organizing training programs for entrepreneurs to equip them with relevant
knowledge as an effort to increase the successful rate of SMEs established in Malaysia.

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 97
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

ACKNOWLEDGEMENTS
Greatly indebted to Ministry of Higher Education for giving a research grant under Fundamental
Research Grants Scheme (FRGS) enabling a research on internal control, risk management and
fraud prevention measures to be conducted at UMT. Special thanks to Dr. Zalailah Salleh and Dr.
Zulkifli Mokhtar for giving their constructive comments and ideas to improve this study

REFERENCES
[1] Smith, E.S. Franchising As a Small Business Growth Strategy: A Resource Based View of
Organizational Development. International Small Business Journal, pp 237-256, 1997

[2] Saleh, A. S. & Ndubisi, N. O. Small & Medium Enterprises (SMEs): Malaysian & Global
Perspectives, Pearson Prentice Hall, 2006

[3] Megginson, W.L. “Small Business Management”, McGraw-Hill, 1997

[4] Mohd. Khairuddin Hashim. Working Paper in Rural Small and Medium Scale Industries in
the Global Era: Critical Success Factors for SMEs in Malaysia: A Strategic Perpective,
Malaysia, 1999

[5] Mohd. Khairuddin Hashim & Mat Saad Abdullah. Working Paper in International
Conference on Small and Medium Enterprises at New Crossroad: Challenges and
Prospects, Malaysia, 1999

[6] Slade, P. & Gadenne, D. Factors Associated With Small Business Burglary, International
Small Business Journal, pp 66-89, 2000

[7] Kumar, R. & Sharma, V. Auditing Principles and Practice, Prentice-Hall of India Private
Limited, 2005

[8] Jubb. C. Assurance & Auditing Concepts for a Changing Environment, Thomson South-
Western, 2008

[9] Leung, P., Coram, P., & Copper, B. J. Modern Auditing & Assurance Services, Wiley John
Wiley & Sons, Inc, 2007

[10] Messier, W.F & Boh. M. Auditing and Assurance in Malaysia, McGraw-Hill, 2002

[11] Hayes, A.A. Jr. Fraud Happens: A Primer on Lying, Cheating and Stealing. Government
Finance Review 11(6), pp 7-11, 1995

[12] Synder N.H., Broome O.W. and Zimmerman K. Using Internal Controls to Reduce
Employee Theft in Small Businesses, Journal of Small Business Management, pp. 48-55,
1989

[13] Bronson, S.J, Carcello and K. Raghunandan. Firm Characteristics and Voluntary
Management Reports on Internal Control. Auditing: A Journal of Practice and Theory 25,
25-39, 2006

[14] Doyle, J., Ge, W., & McVay, S. (2007b). Accruals Quality and Internal Control Over
Financial Reporting. The Accounting Review, pp 357-386, 2007

[15] Ashbaugh-Skaife, H., Collins, D., Kinney, W. and R. Lafond. The Effect of SOX Internal
Control Deficiencies and their Remediation and Accrual Quality. The Accounting Review,
pp 217-50, 2008

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 98
Jaya Kumar Shanmugam, Mohd Hassan Che Haat & Azwadi Ali

[16] Peterson, B. K., and P.E. Zikmund. Ten Truths You Need to Know About Fraud. Strategic
Finance, pp 29-34, 2004

[17] rollman, W.K. and Colby, R.W. Internal Control for Small Businesses. The Journal of
Accountancy, pp 64-67, 1978

[18] Henkel, H.V. For The Purpose Of Impairing, Obstructing or Defeating the Lawful Function
of Any, 462-479, 1991

[19] Albrecht. How to Detect and Prevent Fraud, Prentice Hall, 1982

[20] Zimmerman. A. How Shoplifters Use High-Tech Scams, Retail Losses Rise, The Wall Street
Journal, pp 556-598, 2006

[21] Farrell. G. Employee Theft Grows for Retailers, USA Today, 2000

[22] Justice Files, Program for May 26, 2001.

[23] Goff, J. Labor Pains, CFO, The Magazine for Senior Financial Executives, 36-44, 1998

[24] Bologna, G.J. Corporate Fraud, The Basics of Prevention and Detection, Stoneham,
Butterworth Publishers, 1984

[25] Corbitt, T. Detecting Computer Fraud, African Business, 1998

[26] Coutorie, L. E. The Future of High Technology Crime: A Parallel Delphi Study, Journal of
Criminal Justice, pp 13-27, 1995

[27] Albanese, J. S. and Parsley, R. D. Crime in America, Englewood Cliffs N. J., Prentice Hall,
1993

[28] Johnnson. P. Preventing Fraud, Accountancy Ireland, Dublin, 1999

[29] Welton, R.E. and Davis. J.R. Understanding Ethics Development and Employee Behavior,
Internal Auditing, 1993

[30] Taylor, R.R, and O’Prien K. Preventing Employee Theft: A Behavioral Approach, Business
Perspective, 1998

[31] Adams. G. W. A Theoretical Comparison of the Models of Prevention of Research

Misconduct, Accountability in Research, Policies and Quality Assurance, pp 51 – 66, 2006

[32] Hunt, S. On or Off Book Fraud, Management Accounting, (1997)

[33] Saleh, A. S. and Ndubisi, N. O. An Evaluation of SME Development in Malaysia.

International Review of Business Research Papers, pp. 1-44, 2006

International Journal of Business Research and Management (IJBRM), Volume 3 : Issue (2) : 2012 99